Chapter 04 MoT

Mgt of Training
Needs Assessment
Definition & rationale
•Needs assessment:
Refers to identify
discrepancies/gaps between what
an organization expects to happen
and what actually occurs.
• Three levels of analyses are used to
identify the GAPS …..
Definition & rationale
Organizational Analysis(where training is needed)
• The firm’s strategic mission, goals, and corporate plans
are studied.
Task Analysis(Which kind of training is needed)
• Job descriptions are re-evaluated to identify the gap.
Person Analysis (For whom training is needed)
• Do they lack KSAs or motivation to use their existing
KSAs?
• Who needs to be trained?
• What KSAs does he/she need?
• Performance appraisals and supervisors can help
identify this.
Causes & Outcomes of Training
Reasons or
Outcomes
“Pressure
Points” • What do
trainees
• Lack of basic
skills
Task need to
Analysis learn?
• Poor
performance • Who needs it
• New techs. • Type of
Person
• Customer Analysis training
requests • How to
• New Organization evaluate the
products Analysis training
• New jobs
• OSHA
Why is Need Assessment necessary
• Absence of or improper need

assessment can cause;
• Trainings may have wrong contents,
objectives or methods
• Trainees maybe sent to programs for which
they don’t have basic skills (pre-requisite)
• Money will be spent on something that
doesn’t add up to the overall strategic goals
of the organization
Needs Assessment Process
Person
Org. Analysis
Analysis
Task
Analysis
Need is Assessed
• Organizational Analysis: Whether
• Training supports the organization’s strategic
direction
• If T&D is aligned with Mission, more effective &productive.
• If not, more haphazard & random frequency.
• Managers, peers & employees support the
program
• Positive attitude of these individuals
• Willingness to provide information to trainees
• Opportunities to apply BASK
• Training resources are available or not
• Budget, time & expertise
Organizational Analysis:
Necessary for a successful HRD effort and to determine
the content of the actual training program
• Element of organizational analysis are:
– Organizational goals and strategies
– Organizational resources
– Organizational climate/culture
– Environmental constraints
Organizational goals and strategies:
Areas where goals are not met should be examined in order to
design training program.
Organizational resources:
An important determinant of HRD efforts such as money, material,
expertise and space available within the organization.
Organizational climate/culture:
Which kind of organizational culture prevails like trust, cooperation.
Environmental constraints:
- Social , Legal and Economic environment must be analyzed before
designing training program like OSHA , EEOC , Downsizing.
Person Analysis:
• Identify employees who need training usually by
monitoring the gap between current performance and
expected performance
• Usually poor performance is the pressure point, due
to;
• Customer complaints
• Low performance ratings
• On-the-job incidents (accidents & unsafe behavior)
• Innovation in process or technology
• Person Analysis: Includes…
1.Cognitive Ability:
• Verbal Command (spoken)
• Quantitative ability (Numeric's)
• Reasoning ability (logic)
2.Reading/Writing Ability
Readability – the difficulty level of written materials
• If readability is a problems, three options are
available
1. Lower the reading level of training materials or use videos
2. Be more selective in choosing employees to be trained
3. Train them in reading, then train them in whatsoever!
3. Self-Efficacy
• Employees’ belief that they can successfully perform their
job or learn the content of the training program.
Threats to Self-Efficacy
• Lack of suitable training Environment
• Lack of system support (past experience)
Boosts of Self-Efficacy
• Let them know Training does not mean it is their weakness;
it means growth.
• Prior to actual training, orientate them about the goals of
T&D
• Show them peers who succeeded in similar situations
• Provide feedback that learning is under their control & that
it is their responsibility to learn
4. Awareness of Training Needs, Career Interests &
Goals
• Learners must know the link between the training and improvement of
their weaknesses.
• Align the interests of both parties.
5. Input
• Employees perception of TWO Characteristics are determinants
of performance & motivation to learn.
• Situational constraints and social support
• Situational Constraints
• Lack of proper tools & equipment, materials & supplies, budget & time
• Social Support
• Managers’ & peers’ willingness to provide feedback & reinforcement
6.Output
• Trainees must know what specifically they need to learn to
improve which specific outcome of their jobs.
7. Consequences (of training)

• If the rewards for performance are perceived inadequate,
they will not utilize the new skills to meet performance standards.
• Northwest Airline “baggage handlers” deliberately worked slow
despite the presence of BASK; in order to send a message that
they be more rewarded for their work & that their input is the key
to effectiveness of the Airline.
• KEY NOTE: Make it clear during or before Training that NEW
PERFORMANCE will bring about some incentive (extrinsic or
intrinsic)
8. Feedback
• Performance problems are the result If proper &
enough feedback is not provided to employees on
their current performance
• If BASK already exists, then training is not the
solution to poor performance, Perhaps;
• The manager shall be trained in giving proper feedback
• Faulty equipment, if it is the case, shall be repaired
• Reward system shall be revised & etc.
• Task Analysis:
A systematic collection of data about a job to
determine what an employee should be
taught to achieve the desired performance.
• Results of a task analysis typically include:
– The appropriate standards of performance.
– How tasks are done and should be done.
– Identification of knowledge, skills, abilities and
other characteristics (KSAO’s) that employees need to
possess in order to meet the standards.
Tasks analyses techniques:
1.Observation Task Analysis:
Observe the task under actual working conditions
Watch an ideal performer, record each step for
performing the task and the standards of
Performance.
2. Simulated Task Analysis:
Observe skilled individuals or groups performing the task
under simulated working conditions
Role play exercises can also help in performing task
analysis
3. Content Analysis:
Analyze the operating manual to determine the
steps and standards of performance. More
suitable when working with machines and
equipments.
4. Interview Analysis:
Consult with a subject matter expert (SME) to
determine the required steps and standards of
performance. Line managers, Supervisors or
Unit head can also help
The Performance Analysis
Quadrant
The Performance Analysis Quadrant
(PAQ) is
a tool to help in the identification.
• Ask two questions,
– "Does the employee have adequate job knowledge?
– “Does the employee have the proper attitude (desire)
to perform the job?"
– Assigning a numerical rating between 1 and 10 for
each answer, will place the employee in 1 of 4 the
performance quadrants:
Quadrant
Quadrant
Identifying Performance Problems:
• 1. Quadrant A (Motivation):
If the employee has sufficient job knowledge but
has an improper attitude, this may be classed as
motivational problem.
• Solution/Strategy:
– The consequences (rewards) of the person's
behavior will have to be adjusted.
Quadrant
Identifying Performance Problems:
2. Quadrant B (Resource/Environment):
If the employee has both job knowledge and a
favorable attitude, but performance is
unsatisfactory, then the problem may be out of
control of the employee. i.e. lack of resources or
time, the work station is not ergonomically
designed, etc.
– Change work setting, provide resources, etc.
Quadrant
3. Quadrant C (Training):
The employee desires to perform, but lacks the
requisite job knowledge or skills
– Additional training may be the answer
4. Quadrant D (Selection):
If the employee lacks both job knowledge and a
favorable attitude, that person may be improperly
placed in the position---; a problem with
employee selection or promotion
– Transfer or discharge to be considered.

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Mgt of Training

• Absence of or improper need

7. Consequences (of training)

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